【正文】 ，即使項(xiàng)目被擱置或出軌，不可能實(shí)現(xiàn)至少部分的成功。就是說，它可能是溝通兩個(gè)獨(dú)立的組織的必要的橋梁。朱利安和我稱之為“與大猩猩共舞” 2——利用這個(gè)機(jī)會(huì)同時(shí)克服挑戰(zhàn)要求。本文作者提出一些策略，能夠使小 型公司參與跨國合作關(guān)系中去。 2. 所選的原文不少于 2 萬字印刷字符，其內(nèi)容必須與 課題或?qū)I(yè)方向緊密相關(guān)，注明詳細(xì)出處。薩滿恩 1 來源： Ivey Business Journal。但不同于微軟和諾基亞之間的關(guān)系，它匯集了兩家強(qiáng)大的、大型的跨國公司，其中的許多生態(tài)系統(tǒng)的參與者，是小（通常是年輕人）的企業(yè)，在生態(tài)系統(tǒng)的中心方面是大大不同的大型跨國公司。 ： 大多數(shù)跨國公司希望與類似規(guī)模的伙伴采取直接正面的方法，或者通過一個(gè)專門的聯(lián)盟關(guān)系 ，或通過在對應(yīng)的前瞻性伙伴公司有相當(dāng)?shù)匚坏年P(guān)鍵個(gè)人來建立關(guān)系。它可以利用跨國公司的互補(bǔ)能力。在秋天，他將加入諾丁漢大學(xué)商學(xué)院中國寧波，中國副教授在國際商務(wù)和策略。 在印度、英國和美國隨后的研究活動(dòng)中，我發(fā)現(xiàn)，往往能夠成功的與大猩猩共舞的年輕的公司存在著一些“背后”的故事。 重點(diǎn)；目標(biāo)取向和停止呆在一個(gè)與實(shí)現(xiàn)的主要目標(biāo)的系。例如，軟件的公司麥頭肯很有信心地與摩托羅拉建立關(guān)系，因?yàn)閯?chuàng)建的團(tuán)隊(duì)先前在另一家大型跨國公司的經(jīng)驗(yàn)。當(dāng)小型公司試圖與微軟建立聯(lián)系的創(chuàng)始團(tuán)隊(duì)本身缺乏第一手的經(jīng)驗(yàn)，它卻可以很好地使管理者具有。 此后，芒果退出協(xié)會(huì)并尋求與另一個(gè)跨國公司的關(guān)系。在一年之內(nèi)，局部地提高了其知名度和信譽(yù)，芒果試圖進(jìn)一個(gè)著名的地 方商業(yè)學(xué)校， 班加羅爾 的 印度金屬學(xué)會(huì) 。就是說，經(jīng)過一段時(shí)間，合作關(guān)系通過細(xì)粒度的信息交流，共同解決問題來體現(xiàn)信賴，這又反過來促進(jìn)了小型公司的學(xué)習(xí)成果。其次，通巧妙地談判取得了內(nèi)部官僚機(jī)構(gòu)在芒果的技術(shù)開發(fā)工作中提供支持。） 因此，主要的一點(diǎn)事，與一家具有吸引力的跨國公司的關(guān)系最初的出現(xiàn)可能是不理想的。 在某些情況下，盡管跟跨國公司有了密切關(guān)系，小型公司可能發(fā)現(xiàn)勢頭受到了阻礙，局勢緊張的進(jìn)行，中斷的前景的想法才是真實(shí)的。舉一個(gè)在 Linxter 與微軟的關(guān)系的興旺案例（見方框）。擁有全球范圍內(nèi) 100 個(gè)有實(shí)力的成員，該計(jì)劃的目標(biāo)是確定（通過一個(gè)嚴(yán)格的挑選程序）和邀請最具創(chuàng)新創(chuàng)業(yè)的可能產(chǎn)生重大影響并且技術(shù)能夠和微軟聯(lián)盟的小型公司。這家公司的主動(dòng)證明了在不同階段的關(guān)系：關(guān)系的形成，關(guān)系的鞏固和關(guān)系的擴(kuò)大。他也通過諸如邀請邀請微軟管理層討論他們在 linxterrun 播客系列中關(guān)于小型企業(yè)的合作倡議的方式在公共的機(jī)會(huì)中宣傳來回報(bào) 。這完全取決于你自己創(chuàng)造的。ve assumption that things will remain fine forever. There often is a “Once upon a Time”. When a start up is able to fe a meaningful relationship with an MNC it quite often turns out that one or more of the top management team has already had a close association with that MNC or one like it. This prior association provides valuable insight into the structure and scale of the MNC, what makes its different constituents tick, which the key decisionmakers are likely to be, and what the anization?s rhythms are. When there is a deep understanding of these factors the startup is more likely to be able to target the appropriate individuals in the relevant business units of the MNC, pitch the proposition of collaboration persuasively and time the approach to maximize the odds of receiving a positive response. All this is, of course, easier said than done, and because of the sheer plexity and dynamism of the business environment, the inside of an MNC can be something of a moving picture. Nevertheless, the main point here is that startup leaders who know the lay of the land in the MNC are better placed than those who are not so aware then it es to establishing a relationship. For example, the software startup Mitoken made confident strides in establishing a link with Motorola because of the founding team?s prior experience in another large MNC. This experience helped them understand just how they, as a startup, could add value to a seemingly selfsufficient MNC by introducing their own novel technology with a fleetfootedness that the MNC could simply never mach. Consider also the case of SpadeWorx Software Services, a startup in Pune, India, which was able to rapidly develop a strong relationship with Microsoft. Compared to most of its peers, this pany seemed unusually adept in knowing whom to approach and how to generate traction for its proposal. Upon further investigation, it emerged that one of the cofounders, Mnadar Bhagwat, had previously worked for Hewlett Packard, on a team that worked exclusively with Microsoft in Redmond, WA. In the process, Bhagwat had bee intimately aware of the way in which Microsoft worked internally and with alliance partners. This knowledge, and the contacts that Bhagwat had from him earlier job, proved invaluable when the startup sought to engage with Microsoft Where the founding team itself lacks such firsthand experience it may do well to hire managers who have it. There may be “a twist in the tale”. A fascinating example of a startup that partnered with an MNC is that of Bangalorebased Mango Technologies. It partnered with the American firm, Qualm. However, Qualm wasn?t the very first MNC it reached out to. In fact, it was more of a case of “third time lucky”. The first MNC that the startup approached evinced interest in working with it. However, it became clear to Mango?s founders that the joint activity that the MNC favored pursing, although 8 feasible and attractive in the shortterm for revenue generation, did not really tap into the startup?s core expertise. Thereafter, Mango dropped that association and pursued a second MNC relationship. The joint activity embarked upon this time was suitably oriented towards Mango?s technical expertise but, after about three months, the startup realized that going down that route would detract it from reaching its ultimate goals. Once again, it dropped its MNC relationship and this time, raised a few eyebrow because the opportunity had been a good one. However, determined to stick to their plans, the startup?s founders continued exploring other possibilities, which resulted in a partnership with Qualm that proved to be mutually beneficial (see Box). Mango technologies: building an embedded MNC relationship For an example of how a startup can effectively engage with an MNC, consider the relationship that Bangalorebased Mango Technologies fed with Qualm. Mango was formed in 2021 as a startup with a focus on building a software product with a niche focus on mobile telephony for baseofthepyramid market segments. Within a year, partly to raise its visibility and credibility, Mango sought to enter the incubator of a prestigious local business school, IIM Bangalore. Following a rigorous selection process, the startup was successful in its efforts. From inception, Mango?s CEO Sunil Maheshwari viewed partnering with an MNC as the way forward for the pany to scale up and take its technology to market. Having explored multiple options to do so (in parallel), Mango succeeded in showcasing its technology to a visiting Qualm manager at a partnerworking event. The technology got the manager?s immediate attention because it became rapidly evident to him that Mango?s technolo